Commitment, trust and work behaviour: The case of contingent workers

Abstract

In this study differences in trust, commitment and justice perceptions were investigated between contingent and core employees in two hotels, as well as their effects on work behaviour. Contingent workers showed lower commitment to the team and to the organisation, and displayed less favourable work‐related behaviours than core employees. Commitment to the team mediated between job status (contingent vs. core employees) and five work‐related behaviours. Furthermore, depending on job status, trust and commitment were differentially related to work‐related behaviours. The implications of these results are discussed.

Citation

de Gilder, D. (2003), "Commitment, trust and work behaviour: The case of contingent workers", Personnel Review, Vol. 32 No. 5, pp. 588-604. https://doi.org/10.1108/00483480310488351